The Evolution Of ICG: Interview With Our CEO Mark Cornford

Mark Cornford, CEO of ICG, has navigated a remarkable career trajectory from modest beginnings to the leader of a £70 million print and communications powerhouse.

In this exclusive interview, ICG’s Sales & Marketing Director, Andrew Law, delves into the story of the business leader behind our company’s success. Discover the insights, challenges, and aspirations that have shaped ICG’s identity and continue to drive its growth.

Mark, you’ve had a diverse career starting from your early days at Unilever. Can you tell us about how your journey began and how it shaped your leadership philosophy?

Absolutely. My journey began after studying Engineering at Swansea University, where I was fortunate enough to secure a place on Unilever’s Company Management Development Scheme. This was a graduate entry scheme with a multi-billion-dollar global blue-chip group.

I followed the general management path, spending three months in all departments before focusing on production management. This experience gave me a holistic view of how different parts of a business interconnect.

It was an environment where if you were good enough, you were given responsibility. This reinforced my belief that you deserve to be where you are and that you should take control of your destiny.

What were some of the key lessons you learned during your time at Unilever?

One of the biggest lessons was the importance of delegation. You cannot know or do everything. You have to get the best out of the people who work for you and empower them so they can flourish. Loyalty is another crucial aspect—if you’re loyal to your team, they’ll be loyal in return.

Unilever also channelled my existing self-discipline and taught me to trust my instincts. Their approach was to be brave which aligned perfectly with my drive and ambition. I also challenged the ‘them and us’ culture there. I didn’t believe in strict demarcation lines, so I refused to use the management-only canteen.

Even today, I make it a point to know every single employee in our group and ensure I’m approachable. You have to walk the walk and talk the talk if you want to be a credible leader.

How did your move from Unilever to the automotive industry further develop your approach?

Moving to the automotive industry was incredibly intense, where even minor issues could shut down an entire production line. It taught me the importance of attention to detail and the need to enable people to make decisions quickly.

I brought energy, empathy, and positivity into the role, which helped create a real culture of teamwork. Managing two sites and 1,000 staff was a significant experience. It reinforced the importance of consistent leadership and clear communication. I also became a champion of culture change, embracing lean manufacturing principles—striving to be better every day and in every way.

How did these experiences influence the culture you’ve built at Integrity Communications Group (ICG)?

My experiences have shown me that to navigate a changing business environment, you need a solid foundation, and that foundation is the culture of the business. At ICG, we’ve built a culture of trust and transparency. This allows us to weather the stresses of change and is a fundamental part of our success.

Honesty is crucial—own your mistakes, learn from them, and move forward. It’s better to make a wrong decision than to be paralysed by indecision. Of course, it’s essential to enjoy what you do. I am passionate about what I do and look for that in other people. We all have to work, so enjoy it and do the best that you can. Why would you do a job if you don’t love the people you work with and the job that you’re doing?

What led you to the print industry and eventually to the formation of ICG?

I was giving presentations on leading culture change when I was approached by both Princess Yachts and Rexam plc. Both were great opportunities but Rexam were giving me the chance to take on a managing director role. When Rexam became Communisis and decided to divest its print operations, the opportunity to lead a management buyout (MBO) came up. This was my chance to excel as a business leader.

As a passionate Welshman, my dream was to play rugby for my country at the Principality Stadium. I was good at rugby but not good enough. This was my business equivalent—to take sole responsibility and deliver on the chance to be the best business leader I could be.

The 2008 financial crisis must have made that MBO particularly challenging. How did you navigate that period?

It was incredibly tough. Getting the MBO over the line during the financial crisis was the hardest thing I have ever done. When the deal was done, it was a magical feeling, but it also came with a huge moral responsibility to the staff. I take a paternalistic approach to leadership—I give all of myself to the businesses and the people that make up ICG. I feel enormous pride in what the group has become.

How do you ensure that all the businesses in the group align with your vision and values?

While each business in the group is different, there’s a common purpose with a shared vision and values. Our core values are Trust, Passion and Excellence, these reflect my personal values and resonate across the Group. Our acquisition strategy is built on these values. I review financials, products, and market sectors, but the key deciding factor is whether the people fit our culture. If I don’t believe in the people or the culture, the deal doesn’t happen.

One of the keys to our success with acquisitions has been unlocking synergies between companies in the group—making one plus one equal three. I buy businesses because they have good people, and I believe in those people. We provide a framework of financial discipline, shared values, and a clear long-term vision, but I let the business leaders run their day-to-day operations without undue interference.

What’s your vision for the future of ICG?

We have a strategy to grow to £80 million in annual revenues. My goal is to ensure safe and secure employment for our people, especially given the attrition we’ve seen in the print industry.

From day one of the MBO, we had a roadmap, not just for survival, but for the evolution of the business. We’ve delivered against that strategy, creating a business that is diverse, resilient, and profitable. There’s still more to do—change is relentless, and we must embrace it. Technology and how we use it to deliver solutions to our clients will be central to our growth. I’m proud of my team and what they bring to the table. My job is to set the tone, shape the strategy, and empower them to deliver it.

It sounds like you’re as passionate as ever about leading ICG. What keeps you motivated?

I’ll never stop fighting to excel and to be the best business leader I can be. My role is to protect ICG and ensure its continued success. A line from a Welsh poet resonates with me: “Do not go gentle into that good night…Rage, rage against the dying of the light.” That passion drives me every day.